1	Humaneering Capitalizing on science-based knowledge regarding human work performance and organization management to improve the productivity of knowledge and service workers Presented by: James S. (Jim) Pepitone, Managing Director pepitone worldwide™ Professional Humaneers • Management Consultants Productivity Analysts • Organization Scientists 15455 Dallas Parkway, 6^th Floor, Addison, TX 75001 Tel (972) 275-8300 Fax (972) 275-8301 Cell (972) 523-4225 E-mail: jimpepitone@pepitone.com Website: http://www.pepitone.com/
2	This session will focus on . . . What is engineering technology and what impact does it have on work and organizations? What is humaneering technology? What is the origin of humaneering? What are some useful principles of humaneering? What is the future of humaneering?
3	What is engineering technology? Engineering - the application of scientific principles for the economical and efficient design, construction, and operation of physical and mechanical contrivances such as structures, equipment and mechanized systems Human engineering - technology for the efficient use of machines by human beings Human factors - machine-design principles that are based on the measures and limits of human beings Technology - science-based and application-proven knowledge, methods and materials for achieving industrial or commercial objectives Methodology - a system of principles, practices and procedures applied to a specific area of knowledge Productivity - a relative measure of human system performance (effectiveness and efficiency) calculated by dividing total $$$ of product or service output by total employment or wage input
4	Let’s think about what impact engineering technology has on today’s work and organizations?
5	Economic enterprise is fundamentally a human system that depends more or less on a mechanized system to achieve consistency and predictability.
6	What is humaneering technology? Building on our dictionary definition of engineering, which relates directly to “physical and mechanical contrivances,” we can compose a definition for humaneering that relates it to “human and organizational contrivances” such as work, enterprise, and human systems. Compare . . . Humaneering - the application of scientific principles for the economical and efficient design, development, and operation of human and organizational contrivances such as work, enterprise, and human systems Engineering - the application of scientific principles for the economical and efficient design, construction, and operation of physical and mechanical contrivances such as structures, equipment and mechanized systems
7	What is the origin of humaneering? Just another problem-solving consulting project: How would you propose to develop the management capability of ~2000 engineers who were especially skeptical of management innovations and fads? How would you identify all science-based management principles and practices? How would you organize and present this material to 2000 engineers? What would you call it? Let’s now look at some interesting findings from this research . . .
8	Science is the viewpoints most used by engineers, and most of us raised in the Industrial Age, to understand the world. This graphic illustrates that management does not have a technology to apply the principles learned from the social sciences.
9	Human work takes place within a “whole system” or nested hierarchy of influences.
10	Enterprise is a social hierarchy . . . a “human system”
11	Substantial improvements in quality and productivity can be made by designing human work for the desired results.
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13	New work designs are adapting to the trend toward knowledge- and service-based work.
14	The related factors that largely determine human performance are dispersed to special functions, misaligned, and sub-optimized as a value chain.
15	Required discretion is an important factor in the design and classification of work
16	As linear tasks get automated, the work remaining is comprised of the more complex, higher-discretion tasks that depend on human performance.
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18	Training only deals with the limited complexity of mechanized work . . . and fails to meet the more rigorous needs of knowledge and service workers
19	The hierarchy of performance-improvement interventions
20	Some provocative conclusions from our field research . . . Work design and environment have the greatest impact on human performance in knowledge- and service-oriented work (i.e., work that is not highly mechanized, standardized, controlled, etc.) Every person can be a “high-performer” if their work situation well suits them; they cannot be a “high-performer” if their work does not Most people have experienced situations in which they have been able to work at their “high-performer” level Currently, less than 25% of all workers are in roles that well suit them . . . roles in which they can work at their “high-performer” level Ultimately, individual workers must assume responsibility to identify, find, and secure roles in which they can work at their “high-performer” level Once in a work role, workers can (and must) assume responsibility to manage their situation . . . and they can have a substantial impact on their ability to work at their “high-performer” level
21	Try this exercise: Think back to a work situation when YOU were performing near YOUR best. What about that situation (i.e. work, people, workplace) helped or allowed YOU to be that “high performer?” (List your responses) 1) 2) 3) 4) 5) 6) 7) 8) 9) 10)
22	Responses from major utility training group: 1) Self-confidence 2) Knowledge, capability and mentally prepared 3) Supportive environment 4) Feedback from customers 5) Clear understanding of objectives 6) Latitude to perform 7) Trust throughout 8) Support and resources 9) Meaningful contribution 10) Fair reward 11) Great teamwork 12) Shared goals 13) Positive expectations 14) Fun . . . liked the people 15) Successful . . . it worked 16) New & adventuresome 17) High profile . . . important 18) Fast-cycle impact
23	Responses from Fortune 500 sales force: 1) Clear objective 2) Sufficient resources 3) Authority & responsibility 4) Support of supervisor 5) Measurable results 6) Great team of people 7) Customers dissatisfied 8) High goals & expectations 9) Aggressive schedule 10) Rewarded & punished 11) Self-responsible 12) Knowledge, skills and experience to do the job 13) Mentor to look up to 14) Valued the results
24	Try this exercise in your organization. It makes clear that people need essentially the same characteristics in their work and organization in order to do their best. Take away one of these characteristics and performance will fall. Take away several and performance will fall to a small % of its potential. This simple exercise is the beginning of a diagnostic process to identify those characteristics that are most deficient. Here’s data from an industrial distributor sales organization . . .
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26	What is the future of humaneering?
27	Efforts are underway for humaneering technology to emerge into a science-based and field-proven technology for optimizing human (organic) work systems.